ALIGN4NCWORKS STRATEGIC PLAN:
A Plan of Plans for Collaborative
Workforce Development
NC COMMUNITY COLLEGES
2015-18
1
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
October 2015
State Board of Community Colleges
Dr. Linwood Powell, Chair
K. Ray Bailey, Vice-Chair
The Honorable Janet Cowell
Jimmie Ford
The Honorable Dan Forest
Dr. Stuart Fountain
J. Wesley Fricks, III
Clyde Higgs
Wade Bryan Irwin, Jr.
Janet Lowder
Ernest Pearson
Dr. Samuel Powell
Hilda Pinnix-Ragland
Edward Lynn Raye
La'Quon Rogers
Dr. Darrell Saunders
Scott Shook
Jerry Vaughn
Ann Whitford
Dr. Candler Willis
James Woody, Jr.
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
TABLE OF
CONTENTS
TABLE OF CONTENTS
Executive Summary
2
Background & Framework
4
Align4NCWorks Plan Development
5
Workforce Learning Summits & Partner Best Practices
6
Analysis of Existing & Emerging Strategic Plans
7
Partner Input & Work Groups
7
Goals, Objectives & Initial Action Steps
9
Collaborative Implementation
16
Appendices
18
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
1
EXECUTIVE
SUMMARY
E
XECUTIVE SUMMARY
In its last strategic plan, SuccessNC, the State Board of
Community Colleges and NC Community College System
focused on student outcomes and academic success.
In Align4NCWorks, the focus is on the NC Community
Colleges’ other key function, workforce development.
The ultimate aim of Align4NCWorks: Ensure that
North Carolina is #1 in workforce. The Community
College System borrows the NC Chamber (NCC)’s words
to capture this concept: “North Carolina will be a global
leader in the number of students leaving its community
college [and University] system with a job-ready credential
that can lead to becoming a successful employee or
employer in a global economy and provide for better
skills, better jobs, better pay and continued educational
attainment.”
The secret to the NC Community Colleges’ success
in workforce development is, and always has been,
collaboration. Workforce development is a team
sport. Achieving success in workforce development
means community colleges working as part of a team
and advancing the goals of the overall workforce
development system.
Recognizing the importance of partners to its own efforts,
the Community College System defines Align4NCWorks'
goals, objectives and action steps in the context of North
Carolina’s strategic plans for workforce development,
education and economic development.
Align4NCWorks Overarching Goals:
Alignment - Develop an integrated seamless system
of education and workforce development programs,
initiatives and resources. The system should be focused
on the integration of business needs and worker
preparation and include a comprehensive approach to
career exploration, career development, education and
job training that begins in middle school and continues
throughout an individual’s career path (NC Economic
Development Board’s Jobs Plan (JP)).
increase the education pipeline, competency-based
credentials and work-based learning opportunities in
critical career clusters (JP) and to better connect people
to jobs and jobs to people (NCW).
Accountability – Target statewide resources to enhance
programs and enrollment in critical career cluster
areas that compliment key targeted growth industries
(JP); integrate economic, workforce and community
development functions; develop measures of success
through conducting an annual review of metrics and
a benchmarking of competitors (JP); and measure and
report on the effectiveness of North Carolina’s workforce
development system (NCW).
The Community College System’s strategic plan was
based on input from 21 Workforce Learning Summits with
over 1,000 stakeholders; a review and adoption of goals
and strategies from other state workforce, education and
economic development strategic plans; and the review
and revision of strategies by more than 70 state and local
partners.
The strategic planning process was launched via the
Align4NCWorks Workforce Learning Summits, involving
all 58 community colleges and their local partners.
During 2014, eight months of listening to colleges’
best practices with workforce development partners
– industry, K-12, workforce boards and Commerce –
focused the strategic planning initiative on the themes
of successful career pathways. As defined by the National
Career Pathway Network: “A Career Pathway is a coherent,
articulated sequence of rigorous academic and career/
technical courses, commencing in the ninth grade and
leading to an associate degree, baccalaureate degree
and beyond, and industry recognized certification and/or
state regulated license.”
The best practices featured at Workforce Learning
Summits reflected the following career pathway themes:
Responsiveness – Create a workforce system that is
responsive to the needs of the economy (NCWorks
Commission (NCW)) and that increases North Carolina’s
competitive advantage by further developing and
enhancing career pathways that provide students the
skills to create, make and build things (JP) and provide
the basis for desirable, thriving careers for North
Carolinians.
Engagement – Develop and implement a coordinated
and seamless approach to engage business and respond
to business needs (NCW). Use that engagement to
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ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
•Increase and sustain employer engagement
•Use demand-driven and data-informed decision
making and evaluation
•Improve career awareness and mapping
•Ensure education and training address and validate
skill and competency needs and attainment
•Expand work-based learning opportunities
•Address access and affordability
EXECUTIVE
SUMMARY
Lenoir Community College New Employee Training for Spirit AeroSystems
•Connect people to quality careers and employers to
quality employees
These plus summit discussions of workforce challenges
led us to the eight goals of the Align4NCWorks strategic
plan:
GOAL #1: Increase and sustain employer
engagement as part of an integrated, customercentered workforce system.
GOAL #2: Connect students to quality careers and
employers to quality employees.
GOAL #3: Ensure education and training address and
validate skill and competency needs and attainment.
GOAL #4: Expand work-based learning
opportunities.
GOAL #5: Improve career awareness and mapping.
Under these goals are, cumulatively, 22 objectives and 68
initial strategic action steps, all concepts, exact wording
or ideas generated directly from the strategic plans,
thoughts, discussions, feedback and insight put forth by
internal and external workforce partners and champions.
The State Board of Community Colleges adopted this
plan on May 15, 2015. This followed the final gathering of
our workforce partners on May 4, 2015 when we reached
agreement on the need for more systematic alignment.
The next stage of Align4NCWorks is to convene a crossagency project management group to develop a process
and timeline for how we collectively continue to work
toward accomplishing this plan’s collaborative goals.
Working to successfully implement Align4NCWorks
means working to successfully execute the shared goals
of North Carolina’s workforce development system.
This will take workforce development alignment and
collective impact to a new level in our state.
GOAL #6: Increase opportunities for college access
while keeping education and training affordable.
GOAL #7: Promote demand-driven and datainformed decision making and evaluation to more
effectively meet workforce customer needs and
enhance system accountability.
GOAL #8: Strengthen the foundations of success for
workforce development.
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
3
BACKGROUND &
FRAMEWORK
B
ACKGROUND
In early 2014, as the NC Community College System
embarked on the development of a new strategic plan,
North Carolina was making a strong recovery from the
Great Recession. At the same time, state workforce
and economic development partners, including key
education, business and community partners, were
developing or implementing new strategic plans.
Job creation and connecting people to economic
opportunities were top priorities for state and local
leaders, and leaders were actively pursuing strategies to
close skill gaps and ensure that education and training
meet the needs of job-creating businesses.
Meanwhile, the University of North Carolina and NC
Community College System were putting the finishing
touches on an overhaul of their Comprehensive
Articulation Agreement; the Public Schools of North
Carolina, Community Colleges, Workforce Development
Boards and other partners were piloting career pathway
development; and the state’s Commission on Workforce
Development was restructuring and rebranding
workforce services coordinated by the NC Department
of Commerce’s Division of Workforce Solutions and
Workforce Development Boards into a more aligned and
effective NCWorks system.
In this context of planning and collaborative action,
Align4NCWorks was established.
Given the amount of momentum behind partners’
existing strategic plans, and to ensure aligned strategies
and action going forward, the State Board of Community
Colleges and NC Community College System chose not
to develop a separate strategic plan with brand new
strategies. Instead, they chose to borrow ideas and
language from the existing strategic plans to support
North Carolina’s overall workforce development system,
NCWorks.
a global economy and provide for better skills, better jobs,
better pay and continued educational attainment (NCC).
In November 2014, the State Board of Community
Colleges adopted the following overarching goals for the
Align4NCWorks strategic planning process:
Alignment - Develop an integrated seamless system
of education and workforce development programs,
initiatives and resources. The system should be focused
on the integration of business needs and worker
preparation and include a comprehensive approach to
career exploration, career development, education and
job training that begins in middle school and continues
throughout an individual’s career path (NC Economic
Development Board’s Jobs Plan (JP)).
Responsiveness – Create a workforce system that is
responsive to the needs of the economy (NCWorks
Commission (NCW)) and that increases North Carolina’s
competitive advantage by further developing and
enhancing career pathways that provide students the
skills to create, make and build things (JP) and provide
the basis for desirable, thriving careers for North
Carolinians.
Engagement – Develop and implement a coordinated
and seamless approach to engage business and respond
to business needs (NCW). Use that engagement to
increase the education pipeline, competency-based
credentials and work-based learning opportunities in
critical career clusters (JP) and to better connect people
to jobs and jobs to people (NCW).
Accountability – Target statewide resources to enhance
programs and enrollment in critical career cluster
areas that compliment key targeted growth industries
(JP); integrate economic, workforce and community
development functions; develop measures of success
through conducting an annual review of metrics and
a benchmarking of competitors (JP); and measure and
report on the effectiveness of North Carolina’s workforce
development system (NCW).
Key strategies involving community colleges are
emphasized, but as a “plan of plans,” commonalities
among all the strategic plans are highlighted. This means
that as partners work together on the respective strategic
plans, we are all working toward a shared vision and the
ultimate goal of North Carolina having the nation’s best During 2014, collaborative work supported by the National
workforce.
Governors Association and eight months of feedback
at Workforce Learning Summits – from industry, K-12,
RAMEWORK
workforce boards and Commerce – focused the NC
The Ultimate Aspiration: Ensuring that North
Community College System’s strategic planning initiative
Carolina is #1 in Workforce – The NC Chamber (NCC)
on the themes of successful career pathways. As defined by
may have said it best in their strategic plan, and the
the National Career Pathway Network: “A Career Pathway is
NC Community College System (NCCCS) supports this
a coherent, articulated sequence of rigorous academic and
same goal: North Carolina will be a global leader in the
career/technical courses, commencing in the ninth grade
number of students leaving its community college [and and leading to an associate degree, baccalaureate degree
University] system with a job-ready credential that can
and beyond, and industry recognized certification and/or
lead to becoming a successful employee or employer in state regulated license.”
F
4
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
PLAN
DEVELOPMENT
Align4NCWorks Plan Development
The process for plan development was as follows:
•Best practices shared and summarized by all 58 colleges and our workforce partners during 21 Workforce
Learning Summits that had over 1,000 participants.
•Review of common goals and objectives of at least six other state-level plans including the NCWorks
Commission, the NC Economic Development Board Jobs Plan, the State Board of Education, UNC System
Board of Governors, BEST NC, and the NC Chamber.
•Input from more than 70 "workforce wizards" from our community colleges, workforce and economic
development partners, non-profits and industry - as well as State Board leadership and members.
The NC Community College System brought a draft Align4NCWorks plan to partners for review and discussion
on May 4, 2015. The State Board of Community Colleges adopted the strategic plan at its May Board meeting.
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
5
LEARNING
SUMMITS
W
ORKFORCE LEARNING SUMMITS & PARTNER BEST PRACTICES
As the first step in the Align4NCWorks process, the NC Community College System turned to the state’s 58
community colleges, their local partners and business and industry to spotlight innovations in collaborative workforce
development and discuss employers' workforce challenges. Community colleges came together in small groups to
host 21 regional Workforce Learning Summits involving Align4NCWorks partners - industry, workforce development
boards and career centers, public schools and economic developers. Workforce Learning Summits began in February
2014 and concluded in October 2014.
Workforce Learning Summits by Regional Prosperity Zone
Following the summits, NC Community College System staff summarized each of the 58 partner innovations. These are
summarized and shared online at:
http://www.nccommunitycolleges.edu/align4ncworks/innovations
The partner innovations informed the thinking of Align4NCWorks staff as they began to frame the strategic plan.
Workforce Learning Summit Agenda
Summit Statistics
•21 Workforce Learning Summits
8:30 a.m. - Welcome/Introduction to the
Summit: Dr. R. Scott Ralls
•58 community colleges
9:00 a.m. - Best Practices: Each college
presents the best practice with partner(s)
•Total number of attendees: 1,077
•State and local community college
attendees: 435
10:45 a.m. - Challenges/Barriers: Employers share their #1 workforce challenge
•Business attendees: 300
11:45 a.m.- Wrap-up: Additional ideas and
next steps
12:00 p.m. - Adjourn
6
•Workforce/education partners: 196
•Legislators, local government leaders and
others: 146
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
PLAN ANALYSIS
A
NALYSIS OF EXISTING & EMERGING STRATEGIC
PLANS
To remain aligned with other workforce partners,
Community College System staff began with the words
and ideas from other workforce, education and economic
development strategic plans:
•NCWorks Commission, Preparing North Carolina’s
Workforce for Today and Tomorrow: Strategic Action
Plan, 2014-16 (approved February 2015 and precursor
strategic plan approved in 2014)
•NC Economic Development Board, North Carolina
Jobs Plan: Recommended Strategies for Economic
Growth, 2014-2024 (December 2013)
•State Board of Education Strategic Plan (updated
November 2014) and NC Public Schools' related
“Divisional Priority Goals and Activities 2014-15”
•NC Chamber Plan, North Carolina Vision 2030: Four
Pillars of a Secure Future (September 2013)
•University of North Carolina System Strategic
Plan, Our Time, Our Future: Strategic Directions, 201318 (February 2013)
•BEST NC (Business for Educational Success and
Transformation): Business/Education Partnerships
work group and draft “Proposed North Carolina
Education Vision – For Discussion” (February 2015)
•NC Governor’s Office/NCWorks Partner Agencies:
Proposal for National Governors Association (NGA)
Policy Academy Grant (2014)
(See Appendix III for website links where applicable.)
In order to develop initial draft strategies for the
Align4NCWorks plan, staff identified ideas in these
documents that were also raised at Workforce Learning
Summits and addressed the Align4NCWorks overarching
goals of alignment, responsiveness, engagement and
accountability. In some cases, language was pulled
directly from the existing strategic plans. In others, text
was adapted to combine ideas from different strategic
plans or relate others’ plan language more specifically to
the roles of the community colleges.
Dr. Ralls with Board Chair, Dr. Linwood Powell at Bladen
Community College
P
ARTNER INPUT/WORK GROUPS
Continuing the momentum created by Workforce
Learning Summits and the involvement locally of
workforce, education and business leaders to identify
best practices and challenges, the NC Community
College System transitioned in 2015 into a phase of
strategy development and review. In January 2015, Dr.
Ralls and his strategic planning team convened an initial
Align4NCWorks Partners meeting to make state and local
leaders aware of the System’s strategic planning efforts,
determine how the Community College System’s efforts
fit the career pathway framework being developed under
the auspices of the NCWorks Commission, and begin
discussing strategic plan content.
Work groups were established and organized by draft
strategic plan goals, pulling in “workforce wizards”
identified from Workforce Learning Summits as well as
state-level leaders with key expertise. In February, facing
adverse weather on the date set for the first set of work
group meetings, the Align4NCWorks team obtained input
on draft language through the use of online surveys and
detailed analysis. Planning language was revised, and
strategies were added and pared down based upon work
group members’ input.
The work groups were convened via face-to-face
meetings in March to discuss revised goals, strategies
and action steps. They further revised the language and
began identifying evaluation criteria (“How will we know
if we have moved the needle to achieve the objectives?”)
and milestones (“What needs to happen/when to
implement the action steps?”).
A larger Align4NCWorks Partners meeting was held May
4 for agency leaders, work group members and various
other experts and leaders to review the draft plan and
endorse collaborative implementation.
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
7
PARTNER INPUT/
WORKGROUPS
Throughout the plan development process, the State
Board of Community Colleges and its Strategic Planning
Committee reviewed draft documents and offered input
on the planning process and content.
Following are the seven themes from collaborative best
practices highlighted at the 21 Align4NCWorks Workforce
Learning Summits:
to capture the concept that is under development
across educational systems in North Carolina of “Top
Talent Preparing Top Talent” (BEST NC) and the concept
in the NCWorks Strategic Action Plan of “System
Transformation.”
1. Increase and sustain employer engagement
2. Connect people to quality careers and employers
to quality employees
3. Ensure education and training address and
validate skill and competency needs and
attainment
4. Expand work-based learning opportunities
5. Improve career awareness and mapping
6. Address access and affordability
7. Use demand-driven and data-informed decision
making and evaluation
These seven themes align well with the criteria that
will be used in defining the “gold standard” of career
pathways – NCWorks Career Pathways, which was
adopted by the NC Works Commission in May 2015.
These above themes were used in the formation of work
groups and the development of strategic plan goals.
Based on work group input, an eighth goal was added
Align4NCWorks Partners Meetings
8
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
THE PLAN
G
OALS, OBJECTIVES & INITIAL ACTION STEPS
GOAL #1: Increase and sustain employer engagement
as part of an integrated, customer-centered
workforce system.
(SOURCE: NCWorks Strategic Action Plan)
OBJ #1.A. Ensure the workforce system is relevant,
valuable and easy to access by the business
community.
(SOURCE: NCWorks Strategic Action Plan)
OUTCOME: North Carolina's business and industry recognizes the value add of
all workforce development partners; understands how to access education,
training and services; and feels as though their needs are addressed.
ACTION STEP 1.A.i. In collaboration with workforce
and education partners, develop protocols for serving
businesses as a unified business services team with
joint marketing materials, and promote use of a
single customer relationship management tool.
(SOURCES: NCWorks Strategic Action Plan, BEST NC Working Group Recommendations,
Jobs Plan)
ACTION STEP 1.A.ii. In collaboration with workforce
and education partners, develop and implement
a system-wide and consistent business outreach
strategy.
(SOURCE: NCWorks Strategic Action Plan)
ACTION STEP 1.A.iii. Analyze results from the "1,000 in
100" initiative and identify continued opportunities
for success.
OBJ #1.B. Increase business and industry's
commitment to contribute to curriculum design,
pathway implementation and sponsorship of workbased learning.
(SOURCES: State Board of Education Strategic Plan/DPI Priority Activities, NC Chamber Plan)
OUTCOME: North Carolina's Business and Industry is committed to becoming a
contributing partner in the solution of meeting workforce needs.
ACTION STEP 1.B.i. Create protocols for business
representatives, business associations and industry
sector groups to contribute to the design and
delivery of top-quality coursework at all levels.
(SOURCE: BEST NC Working Group Recommendations and Proposed NC Education Vision)
ACTION STEP 1.B.ii. Increase employer engagement
in the identification and support of work-based
learning.
(SOURCE: State Board of Education Strategic Plan/DPI Priority Activities)
Industry-driven Training on Collision
Repair at Fayetteville Technical Community College
OBJ #1.C. Develop and enhance connections between
workforce development and economic development
to strengthen local economies.
(SOURCE: NCWorks Strategic Action Plan)
OUTCOME: Strategic solutions for current and future workforce needs
will be identified through a partnership between economic development
organizations and workforce development partners.
ACTION STEP 1.C.i. Work with workforce and
economic development partners to ensure that
business outreach protocols are focused on economic
priorities.
(SOURCE: NGA Policy Academy Poposal)
ACTION STEP 1.C.ii. With the involvement of business
and industry, provide training and development to
education/workforce partners on how to build and
manage industry partnerships and business advisory
boards.
(SOURCE: BEST NC Working Group Recommendations)
GOAL #2: Connect students to quality careers and
employers to quality employees.
OBJ. 2.A. Enhance, integrate and market NC's
education and workforce development programs,
initiatives and resources to maximize talent
connections.
(SOURCE: NC Jobs Plan)
OUTCOME: Through a robust talent management system, North Carolina's
business and industry will have the tools to connect to well-skilled,
credentialed citizens.
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
9
THE PLAN
ACTION STEP 2.A.i. Increase the number of students
enrolled in NCWorks Online.
ACTION STEP 2.A.ii. Increase the number of
businesses that list job openings in NCWorks Online.
ACTION STEP 2.A.iii. Explore opportunities for
increased collaboration between community college
employability training/career services and NCWorks
Career Centers.
GOAL #3: Ensure education and training address
and validate skill and competency needs and attainment.
OBJ. 3.A. Based upon local needs, focus resources
on the identification and alignment of career
pathways to help individuals gain the credentials,
skills and experience for in-demand occupations or
entrepreneurship opportunities.
(SOURCES: NC Works Strategic Action Plan and NC Chamber Plan)
OUTCOME: Students will gain industry required (and validated) skills and
competencies needed to obtain high paying jobs and careers in NC.
ACTION STEP 3.A.i. Work across workforce programs
and levels of education to weave together clear and
coherent education/training pathways.
ACTION STEP 3.A.ii. Enhance NC's workforce
development programs through partnership with NC
Community Colleges' Small Business Center Network
to include entrepreneurship skills training.
Training toward Industry Certifications at Forsyth Technical
Community College
skill standards and competencies as defined by
industry and/or third-party industry recognized
credentials.
OBJ. 3.C. Increase the number of students leaving the
community college system with an in-demand jobready credential (e.g. third-party certification, state
licensure, degree, certificate, or diploma).
(SOURCE: NC Chamber Plan)
OUTCOME: The skills gap in NC will be significantly reduced by the output
of students from our education systems possessing industry required and
validated skills and competencies.
(SOURCES: NC Jobs Plan and NC Works Strategic Action Plan)
OBJ. 3.B. Develop, enhance, and maintain aligned,
quality STEM, Career and Technical Education
(CTE), and Workforce Development programs and
assessments based on industry standards that are
relevant, current, and meet the needs of businesses
and students.
(SOURCE: State Board of Education Strategic Plan)
OUTCOME: The skills gap in NC will be significantly reduced by the output
of students from our education systems possessing industry required and
validated skills and competencies.
ACTION STEP 3.B.i. Use employer input combined
with economic research on occupational skill needs
to drive education, training and broader workforce
development programming and assessments.
ACTION STEP 3.B.ii. Increase employability of
students and productivity of workers by integrating
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ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
ACTION STEP 3.C.i. Work with industry to identify
appropriate industry certifications that validate indemand job skills and competencies.
ACTION STEP 3.C.ii. Support an increase in the
number of students graduating from high school
with an industry-recognized credential and pursuing
a CTE concentration in college.
(SOURCE: State Board of Education Strategic Plan)
ACTION STEP 3.C.iii. Increase the number of
community college students that attain a credential
to further their success toward career goals.
(SOURCES: NC Chamber Plan, BEST NC Education Vision)
ACTION STEP 3.C.iv. Continue to support the
implementation of WorkKeys assessments
throughout community college offerings to increase
the number of students that are career and workplace
ready.
(SOURCE: State Board of Education Strategic Plan)
THE PLAN
OBJ. 3.D. Ensure alignment of university, community
college and K-12 public school curriculum offerings
to meet local employers' short-term and long-term
workforce needs.
(SOURCE: NC Jobs Plan)
OUTCOME: Coherent and articulated career pathways between NC's education
systems will produce a highly skilled workforce meeting the needs of NC's
industry and businesses.
ACTION STEP 3.D.i. Expand the community college
transfer pipeline.
(SOURCE: UNC System Strategic Plan)
ACTION STEP 3.D.ii. Create a transcript warehouse
to improve the efficient transfer of course credit
between UNC and community colleges and among
UNC campuses.
(SOURCE: UNC System Strategic Plan)
GOAL #4: Expand work-based learning opportunities.
OBJ. 4.A. Prepare "job-ready" students through
appropriate work-based learning formats
(internships, pre-apprenticeships, registered
apprenticeships, etc.).
Governor McCrory and Caterpillar Welding
Apprentice Graduates
OBJ. 4.C. Develop new or enhance existing pathways
through NCWorks Career Pathways that include workbased learning opportunities.
(SOURCE: State Board of Education Strategic Plan/DPI Priority Goals and Activities)
(SOURCE: UNC System Strategic Plan)
OUTCOME: Students will gain improved soft and technical skills due to the
applied nature of work-based learning.
OUTCOME: NC Career Pathways that include relevant work-based learning
will ensure students obtain necessary soft and technical skills required by NC
business and industry.
ACTION STEP 4.C.i. Provide professional development
that supports alignment between curricula, prepares
students to be globally competitive, and supports
integration with work-based learning opportunities.
ACTION STEP 4.A.i. Increase work-based learning
opportunities for students and the percentage of
students completing programs with a work-based
experience.
(SOURCE: State Board of Education Strategic Plan)
(SOURCE: State Board of Education Strategic Plan)
OBJ. 4.B. Identify back-to-industry opportunities for
teachers/instructors to help them stay current with
industry trends, enhance curriculum appropriately,
and integrate work-based learning into their
programs.
ACTION STEP 4.C.ii. Partner with business, industry
and educational partners to prepare students to be
Career or College Ready by including business in
curriculum development, pathways implementation,
and work-based learning.
(SOURCE: State Board of Education Strategic Plan)
(SOURCES: SBE Strategic Plan/DPI Priority Goals, BEST NC Working Group Recommendations)
GOAL #5: Improve career awareness and mapping.
OUTCOME: Instructors will gain and maintain relevant current skills sets that
can be applied in their educational program areas.
OBJ. 5.A. Coordinate career and educational services,
improve the clarity of information about viable career
opportunities, and encourage development of/
enrollment in career pathways.
ACTION STEP 4.B.i. Drawing on existing best
practices, work with industry partners to develop a
portfolio of immersion in industry experiences.
(SOURCES: SBE Strategic Plan/DPI Priority Goals, BEST NC Working Group Recommendations)
(SOURCE: Commission on Workforce Development Strategic Plan)
OUTCOME: Uniform career awareness and mapping information and
services developed and implemented on the state and local levels to increase
enrollment in high-demand sectors.
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
11
THE PLAN
ACTION STEP 5.A.i. Establish a baseline asset map of
current career awareness and mapping information
and services.
ACTION STEP 5.A.ii. Develop a plan to target
resources across the workforce development
spectrum to support the development and
dissemination of career and college awareness and
pathway information to students, parents, adult
learners and workforce professionals. (Share via
multiple channels, e.g., Career and College Promise,
an expansion of NCWorks Online and other state and
local communications/outreach channels.)
students and adult learners to enter into and proceed
successfully through career pathways leading to a
post-secondary credential and into a quality career.
(SOURCE: NC Chamber Plan)
OUTCOME: Increase the number of students in career pathways, shorten their
time to completion/success/credential and employment; decrease student
debt.
ACTION STEP 6.A.i. Promote Career and College
Promise to give high school students a jump start on
higher education and possible reduction in time/cost
at higher education institutions.
(SOURCES: NCWorks Strategic Action Plan, BEST NC Proposed NC Education Vision)
ACTION STEP 6.A.ii. Expand 12th-grade and summer
“bridge” programs.
ACTION STEP 5.A.iii. Develop consistent,
timely information on careers and pathways to
success, factoring in information from economic
development, research and business.
(SOURCE: UNC System Strategic Plan)
ACTION STEP 6.A.iii. Identify and implement various
strategies to reduce the percentage of students
needing remediation in post-secondary education.
(SOURCE: Commission on Workforce Development Strategic Plan)
ACTION STEP 5.A.iv. Ensure the delivery of consistent
information and uniform branding related to career
awareness information by developing templates for
use on the local level.
(SOURCE: State Board of Education Strategic Plan)
ACTION STEP 6.A.iv. Incent community colleges
to promote movement of students from training
programs into degree programs, e.g., via articulation
of continuing education to curriculum, and
articulation of credit for prior experience/learning.
OBJ. 5.B. Provide timely academic and career
information and intrusive, “early warning” advising
to help students prepare for success in quality careers
through continuous learning and skill improvement.
ACTION STEP 6.A.v. Assess and evaluate the
effectiveness of career pathways by obtaining
and providing data/information at agreed-upon
points along the pathway, including feedback from
employers on employee-readiness and from higher
education on student readiness.
(SOURCE: UNC System Strategic Plan)
OUTCOME: Increase the number of career coaches and track the success of
coaches by measuring the retention, success and employment rates of the
students who receive coaching.
ACTION STEP 5.B.i. Work with education and
workforce partners to identify resources to support
career coaching, beginning in middle school.
ACTION STEP 6.A.vi. Track and compare student
debt for the general student population vs. those in
programs designed to accelerate education/training
and save students money.
(SOURCE: State Board of Education Strategic Plan)
ACTION STEP 5.B.ii. Identify and communicate best
practices in career coaching at each level of the
educational pathway, beginning in middle school.
ACTION STEP 5.B.iii. Ensure that both interest and
aptitude are assessed as part of the career mapping
and pathway models.
OBJ. 6.B. Address the unique needs of current
and prospective students to help them succeed in
education and careers.
OUTCOME: Improved enrollment, completion and retention rates.
GOAL #6: Increase opportunities for college access
while keeping education and training affordable.
(SOURCE: NC Chamber Plan)
OBJ. 6.A. Establish and strengthen policies and
practices that provide increased opportunities for
12
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
ACTION STEP 6.B.i. Ensure course design and delivery
models -- including use of appropriate technology,
course length and course offerings and scheduling -fit student and employer needs.
ACTION STEP 6.B.ii. Re-enroll students who have
completed some college but have not earned a
credential with an emphasis on those in identified
critical careers/career clusters.
THE PLAN
(SOURCE: UNC System Strategic Plan)
OBJ 6.C. Improve and expand education and training
opportunities for veterans and for currently serving
military personnel.
(SOURCE: UNC System Strategic Plan)
OUTCOME: Increase the number and the success rate (i.e., credentials,
employment) of veterans in education and training programs.
OUTCOME: Education/training and other workforce services are marketresponsive and prepare individuals with the knowledge and skills for highskill, high-wage, and high-demand jobs and careers.
ACTION STEP 7.A.i. Work with partners to develop
a coordinated approach of identifying targeted
career clusters and other definitions of demonstrated
economic/workforce need.
(SOURCE: NCWorks Strategic Action Plan)
ACTION STEP 6.C.i. Expand flexible course delivery
options, connect college credit to military experience,
and increase academic and career coaching with a
focus on military and veteran populations.
(SOURCE: UNC System Strategic Plan)
OBJ. 6.D. Work with education and workforce
partners to minimize students’ community college
costs, and identify and overcome barriers to college
access.
(SOURCE: State Board of Education Strategic Plan)
OUTCOME: Net education and training costs to students are reduced; college
and training enrollment increases, overall and for hard-to-reach populations
such as first-generation college students, veterans, youth, and adults with low
literacy skills, disabilities or facing life challenges.
ACTION STEP 6.D.i. Undertake a policy analysis to
identify barriers to access, including but not limited to
education costs, wrap-around costs (transportation,
books, testing and credentialing, child care, etc.),
and non-financial barriers, and work in collaboration
with workforce, education and nonprofit partners to
mitigate barriers.
ACTION STEP 6.D.ii. Pursue braided funding solutions
to meet the needs of students/prospective students.
ACTION STEP 7.A.ii. Work with partners to develop
supply and demand analyses and identify skills gaps
to help meet business talent pipeline needs.
ACTION STEP 7.A.iii. Evaluate credential attainment
goals pertaining to industry-recognized credentials
and degrees to ensure appropriate alignment to
economic needs.
(SOURCE: UNC System Strategic Plan)
ACTION STEP 7.A.iv. Work with partners to use
information from employers, research on short- and
long-term economic needs, and research on career
pathways to establish needed classes and programs
in high schools, community colleges, universities and
workforce programs.
(SOURCES: NCWorks Strategic Action Plan, Jobs Plan)
ACTION STEP 7.A.v. Establish protocols and research
tools for periodic reassessment of workforce needs to
ensure that educational and workforce programming
stays current and reflects changes in career fields and
technology.
(SOURCE: State Board of Education Strategic Plan)
OBJ. 7.B. Integrate and use education and workforce
ACTION STEP 6.D.iii. Track state and federal program
changes that could impact education and training
affordability, and ensure that support through
Workforce Innovation and Opportunity Act (WIOA)
programs is connected with community college
financial aid resources.
GOAL #7: Promote demand-driven and data-in-
formed decision making and evaluation to more effectively meet workforce customer needs and enhance system accountability.
OBJ 7.A. Use input from the business community and
analysis of data to make informed decisions and build
a globally competitive workforce.
(SOURCE: NC Jobs Plan)
"Crayons on Campus" at James Sprunt
Community College
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
13
THE PLAN
Nash-Rocky Mount Public Schools & Nash Community College
data to inform policy, track progress and measure
success.
(SOURCE: NGA Policy Academy Proposal)
OUTCOME: Education and workforce data that is accessible and used
systematically to assess and improve services for customers.
(SOURCE: NCWorks data concept, aimed at customers)
OUTCOME: Data and information made easily available to customers and
offering a consistent picture of careers and the labor market.
ACTION STEP 7.C.i. In the short-term, work with
partners to identify and use a set of aligned, businessvetted career information for career guidance and
counseling that provides students, job-seekers and
others with consistent information.
ACTION STEP 7.B.i. Target resources toward helping
individuals gain the skills, credentials and experience
for in-demand occupations.
(SOURCES: NCWorks Strategic Action Plan, Jobs Plan)
ACTION STEP 7.C.ii. In the longer-term, work with
partners to develop a single portal for career
information.
ACTION STEP 7.B.ii. Add metrics based on consistently
collected feedback from customers to strengthen the
workforce development system.
(SOURCE: NCWorks Strategic Action Plan)
(SOURCE: NCWorks Strategic Action Plan)
ACTION STEP 7.C.iii. Promote consistent career
information through professional development for
guidance/career counselors, workforce development
career development facilitators, and others.
ACTION STEP 7.B.iii. Pilot data sharing between
third-party industry certification providers and
NC workforce development partners in order to
determine the value of certifications to industry and
students.
ACTION STEP 7.C.iv. Make labor market information
more readily available to employers, online and via
unified business service teams.
(SOURCE: NCWorks Strategic Action Plan)
ACTION STEP 7.B.iv. Establish processes for education/
workforce partners to access analysis of the
employment and wage outcomes of their programs.
OBJ. 7.C. Help adults, youths and businesses access
clear and consistent analyses to make informed career
and business decisions.
14
GOAL #8: Strengthen the foundations of success
for workforce development.
(SOURCE: NCWorks Strategic Action Plan)
OBJ 8.A. Ensure that North Carolina has the nation’s
most talented, collaborative professionals to support
workforce development.
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
THE PLAN
OUTCOME: Top-rate professional development and human resource
management that reinforce teamwork and raise the bar for the field.
ACTION STEP 8.A.i. Drawing on research, best
practices and collaborative protocols, offer joint
training to educators/workforce professionals on
business engagement, aligning instruction, career
awareness, and other Align4NCWorks themes.
(SOURCES: State Board of Education Strategic Plan/DPI Priority Goals, NCWorks Strategic
Action Plan)
ACTION STEP 8.A.ii. Increase industry-driven training
of educators/workforce professionals.
ACTION STEP 8.A.iii. Develop and implement
strategies to recruit, retain and groom effective,
collaborative leaders, workforce team members and
educators at community colleges and throughout the
workforce system.
(SOURCE: BEST NC Education Vision)
ACTION STEP 8.A.iv. Promote credentialing and career
ladders within the education/workforce development
field.
ACTION STEP 8.A.v. Use performance management
tools and awards to reward community college
and other workforce professionals that collaborate
effectively and promote NCWorks principles.
OBJ. 8.B. Develop the organizational tools, structures
and cross-agency protocols needed to implement
Align4NCWorks and support the vision of NCWorks.
OUTCOME: Best practices, interagency agreements, workforce development
protocols, system-wide communications, and collaborative planning and
grants.
ACTION STEP 8.B.i. With top-level partner support and
in consultation with staff of similar strategic planning
efforts, establish Align4NCWorks committees and
project management protocols to ensure aligned
follow-through on strategic plans.
Wake Technical Community College and Hotel and Hospitality
Industry Partners
involve multiple partners, require clarified roles, or
require consistency across the state.
ACTION STEP 8.B.v. Establish a cross-agency, multilevel team to enhance communications about
workforce development for state partners, community
colleges, other local partners and workforce
development "allies."
ACTION STEP 8.B.vi. Actively participate in federal
Workforce Innovation and Opportunity Act (WIOA)
unified planning and other collaborative planning
opportunities, and work with partners to pursue grant
opportunities to support the NCWorks/Align4NCWorks
vision.
ACTION STEP 8.B.ii. Collect, research and regularly
update NC collaborative workforce development best
practices to support scaling up of innovation.
(SOURCES: BEST NC Vision, NCWorks Strategic Action Plan)
ACTION STEP 8.B.iii. Use interagency work groups and
interagency agreements to clarify organizational roles
and ensure effective service delivery.
ACTION STEP 8.B.iv. Develop and encourage local
adoption of protocols for workforce functions that
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
15
COLLABORATIVE
IMPLEMENTATION
After partner and State Board of Community Colleges support has been secured for the Align4NCWorks “plan of
plans,” an interagency Project Management Team will be established to structure and launch plan implementation.
The Project Management Team will offer recommendations to Align4NCWorks staff about the plan implementation
process, timeline and milestones, Implementation Teams needed to carry out action steps, and tracking of progress
and outcomes.
The Project Management Team will advise on how to coordinate with existing plans’ implementation processes,
avoiding duplication of effort. For example, if an action step is already being pursued by a partner, the Align4NCWorks
Project Management Team may simply name a liaison to that group to follow that partner’s committee work. If there
is no other group addressing an action step, the Project Management Team would recommend program leaders and
other Subject Matter Experts from the local and state levels to serve as members on an interagency Implementation
Team. The Project Management Team will also advise on how to organize action steps and objectives under
Implementation Teams and set up communication channels across Implementation Teams to address cross-cutting
strategies (e.g., integrating input derived from employer engagement strategies in demand-driven processes and
using that information to drive curriculum development).
The specific project management structure and process will be established by Align4NCWorks staff in consultation
with the interagency Project Management Team, identifying point people, milestones and timelines, and establishing
a follow-up process to ensure that action steps are implemented. The State Board of Community Colleges and its
Strategic Planning Committee will review Align4NCWorks progress at least quarterly throughout the implementation
process and offer recommendations to strengthen the plan’s impact. The formal implementation process will
continue through June 2018, when a full summary of progress will be developed and shared with partners. As with
SuccessNC and other community college strategic initiatives, informal work will continue beyond the formal strategic
plan time period.
Vision without action is meaningless. To achieve the bold goals we see across strategic plans for workforce
development, education and economic development, collective and coordinated action is needed. The Community
College System is glad to be a partner in others’ plans and welcomes partners to our table.
12:00- Adjourn
Summit statistics
•21 Workforce Learning Summits
•58 community colleges
Workforce
•Total number
Learning
of attendees:
Summit1,012
Agenda
•State and local community college attendees: [find/add and check all stats]
8:30- Welcome/Introduction to the Summit – Dr. R. Scott Ralls
•Business attendees: 300
9:00- Best Practices - Each college presents one best
•Workforce/education
practice with partner(s)
partners: 196
10:45+ legislators,
ChalleAdditional
local government
ideas leaders,
and nextetc.
steps
Brunswick Community College Economic Development Corporation
16
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
COLLABORATIVE
IMPLEMENTATION
COLLABORATIVE
IMPLEMENTATION
Process Steps
T
F
Timeframe
Owners
Validation of Commitments May 4 – May 15, 2015
Communications
Initial blitz
Group meetings
Associations
Newsletters
Team Creation
Identify & Establish a
Project Management
Team & Implementation
Teams
Meetings
A
R
June 2015
June – August 2015
D
President
Align4NCWorks Team
(A4NCW)
State Board
A4NCW
System Leadership
Workforce Partners
June 15 – Early July 2015
A4NCW
Mid-August 2015
On-­going
Project Management Team
Actions
Mid-August - Late September 2015 A4NCW
Frame structure
Develop baseline & Metrics
Project Management Team
Establish & Agree Upon
Protocols
Scale practices
September 2015- June 2018
Implementation Teams
Implementation
Accountability
Quarterly Updates
Evaluation/Final Report,
including metrics
September 2015 - June 2018
State Board Strategic
Planning Committee
President
A4NCW
Project Management Team
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
17
APPENDICES
APPENDICES
APPENDIX I: WORKFORCE LEARNING SUMMIT PRESENTATIONS AND PRESENTERS 19
APPENDIX II: ALIGN4NCWORKS BEST PRACTICE/INNOVATION FORM
27
APPENDIX III: SOURCE PLANS AND LINKS
28
APPENDIX IV: ALIGN4NCWORKS PARTNERS AND WORK GROUP MEMBERS
29
18
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
APPENDIX I
APPENDIX I: WORKFORCE LEARNING SUMMIT PRESENTATIONS AND PRESENTERS
Alamance Community College
Lean/Six Sigma Program
Dr. Algie C. Gatewood, President
Jeff Bright, Assistant to the President for Business/Industry Services
Asheville-Buncombe Technical Community College
Craft Beverage Institute of the Southeast
Dr. Dennis F. King, President
Melissa Quinley, Vice President of Instruction
Shelley White, Sr. Executive Director of Economic & Workforce Development/CE
Mike Rangel, President, Asheville Brewing Company
Beaufort County Community College
Extreme Partnering for High Stakes Training
Dr. Barbara Tansey, President
Lauren Dudley, Customized Training Coordinator
Lou Stout, Director of Workforce Initiatives
Bladen Community College
Relationship Building: Bladen County Schools and Bladen Community College
Dr. William Findt, President Jeff Kornegay, Executive Vice President Dr. Robert P. Taylor, Superintendent of Bladen County Schools
Blue Ridge Community College
Changing the Misconceptions of Manufacturing Careers
Dr. Molly A. Parkhill, President Julie Thompson, Vice President for Economic and Workforce Development
Shanda Bedoian, Director Corporate and Customized Training
Chris English, Dean for Applied Technologies
Pete Szelwach, Plant Manager, Clement Pappas
Dr. Helen Owen, Career Technical Education Director, Henderson County Public Schools
Brunswick Community College
Economic Development Partnership of Brunswick County
Dr. Susanne Adams, President
Velva Jenkins, Vice President of Continuing Education
George Yu, Director of Customized Training
Eli Smith, Manager, Division of Workforce Solutions/Brunswick Career Center
Scott Adams, Plant Manager, Victaulic of America, Inc.
Gordon Corlew, Vice President, Lee Controls
Caldwell Community College and Technical Institute
Community College-Public School Collaboration, Middle School through Community College
Dr. Kenneth Boham, President
Mark Poarch, Executive Vice President
Margaret Hampson, Vice President, Curriculum and Adult Education
Carol Burns, Associate Superintendent for Educational Program Services, Caldwell County Schools
Katrina McEllen, High School Education Director, Caldwell County Schools
David Fonseca, Interim Superintendent, Watauga County Schools
Marshall Gasperson, Principal, Watauga High School
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
19
APPENDIX I
Cape Fear Community College
Customized Training for GE Hitachi
Dr. Ted Spring, President
Mary Tillery, Customized Training Coordinator
Wes Gubitz, Instructor
Adam Hilton, GE Hitachi Representative
Brad Beard, GE Hitachi Representative
Allison Brotman, GE Hitachi Representative
Adam Humphreys, GE Hitachi Representative
Carteret Community College
Partners for Healthcare Workforce Development
Dr. Kerry L. Youngblood, President Laurie Freshwater, Health Sciences Division Director
Beth Beswick, Vice President, Human Resources, Carteret General Hospital
Tammy Childers, Executive Director, Eastern Carolina Workforce Development Board
Catawba Valley Community College
Education Matters in Catawba County
Dr. Garrett Hinshaw, President
Tracy Hall, Director, Education Matters
Scott Regenbogen, Research & Development Specialist, Manufacturing Solutions Center
Trina Williams, Career & Technical Education Coordinator, Hickory Public Schools
Central Carolina Community College
Central Carolina Works
Dr. T.E. Marchant, President Dr. Phillip Price, Chief Financial Officer
Dr. Pamela G. Senegal, Vice President, Economic and Community Development
Central Piedmont Community College
Building Talent Pipelines through Registered Apprenticeship
Dr. Tony Zeiss, President Chris Paynter, Dean of STEM
Jill Lutz, Interim Associate Dean-Workplace Learning
Mike Realon, Career Development Coordinator, Olympic High School
Dawn Braswell, Training Coordinator, Siemens
Wendy Whitaker, Human Resources Assistant, HAWE Hydraulics
Joanna Gentry, Apprentice, HAWE Hydraulics
Daniel Gonzales, Apprentice, HAWE Hydraulics
Cleveland Community College
Cleveland County Work Ready Certificate
Dr. L. Steve Thornburg, President
Ken Mooney, Vice President, Continuing Education
Coastal Carolina Community College
Trades Day Champions
Dr. Ronald K. Lingle, President Marianne Herring, Division Chair, Industrial and Applied Technology
John Shannon, Director for Career & Technical Education, Onslow County Schools
20
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
APPENDIX I
College of The Albemarle
Start Now -- Following the S.A.M.E. Pathway: A Unique Framework of Social, Academic and Moral Education
Dr. Kandi Deitemeyer, President Timothy Sweeney, Dean, Dare County Campus
Craven Community College
Customized Training Robotics and Apprenticeship Program with B/S/H
Dr. Catherine Chew, President
Eddie Foster, Director of Customized Training
John Wilson, Director of Human Resources, B/S/H
Davidson County Community College
Strategic Articulation of Credit for Non-credit Course Completion
Dr. Mary Rittling, President
Jeannine Woody, Vice President of Academic Programs and Services
Rodney Jackson, Dean, School of Business, Engineering, and Technical Studies
Jonathan Thill, Associate Dean of Continuing Education, School of Business, Engineering, and
Technical Studies
Pamela Short, Associate Dean, School of Business, Engineering, and Technical Studies
Durham Technical Community College
I EARN Initiative (Industry-driven, Education, Apprenticeship, Resume-Building, Networking)
Dr. William Ingram, President
Dr. Peter W. Wooldridge, Vice President, Corporate and Continuing Education
Pamela Howze, Merck Training Director
Kevin Dick, Executive Director, Durham Workforce Development Board Edgecombe Community College
Bridges to Employment
Dr. Deborah L. Lamm, President
Mark Faithful, Dean of Corporate and Community Development
Dr. Stan Garren, Dean of Industrial Programs
George Anderson, Customized Training Director
Keith Jordan, Plant Operations Manager, Keihin
Fayetteville Technical Community College
Associate in Collision Repair Industry Technology
Dr. Larry Keen, President
Paul Gage, I-CAR(Inter-Industry Conference on Auto Collision Repair) Director
Steve McGlothlin, Vice President of Business Development, Gerber Collision and Glass
Forsyth Technical Community College
Advanced Manufacturing @ Forsyth Tech
Dr. Gary Green, President
Gaston College
Closing the Interest Gap: Engaging the Future Workforce
Dr. Patricia Skinner, President
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
21
APPENDIX I
Guilford Technical Community College
CNC Machinist Training Program
Dr. Randy Parker, President
Steve Castelloe, Director of Business and Industry Training
Lance Kress, Director of Training, Machine Specialties, Inc.
Lillian Plummer, Executive Director, Greensboro/High Point/Guilford Workforce Development Board
Halifax Community College
Collaboration --The Key to Success in Workforce and Economic Development Initiatives
Dr. Ervin Griffin, President
Dr. Vera Palmer, Dean of Continuing Education, Community Services and Workforce Development
Larry Crisafulli, Business and Industry Coordinator
Cathy Scott, Executive Director, Halifax County Economic Development Commission
Tommy McKnight, Manager, NCWorks Career Center
Michael Williams, Executive Director, Turning Point Workforce Development Board
Haywood Community College
Career & College Promise - Computer Integrated Machining & Electronics Engineering Technology and Increasing Female
Enrollment
Dr. Barbara Parker, President
Dr. Deborah Porto, Interim Executive Director Workforce Development
Doug Burchfield, Industry Training Coordinator
Dr. Anne Garrett, Superintendent, Haywood County Schools
Matt Heimberg, High School Programs Coordinator
Isothermal Community College
Workforce Enhancement through Targeted Outreach to Schools
Mr. Walter Dalton, President
Dr. Kim Gold, Vice President of Academic and Student Services and Institutional Assessment
Mike Gavin, Director of Marketing and Community Relations
James Sprunt Community College
Seamless Education: A District-Wide Early College Approach from Pre-K to College
Dr. Lawrence L. Rouse, President
June Davis, Vice President of Curriculum Services
Dr. Austin Obasohan, Superintendent, Duplin County Schools
Kevin Smith, Chief Officer for District-Wide Early College and Professional Development, Duplin County Schools
Tarla Smith, Executive Director of Career & Technical Education, JROTC, and Innovative Programs, Duplin County
Schools
Dawn Craft, Executive Director of Public Relations and Grant Writing, Duplin County Schools
Johnston Community College
Turnaround Training for Biotech Industries
Dr. David N. Johnson, President Joy Callahan, Dean of Economic & Community Development
Leslie Holston, Director of Biotechnology
Tonya Pridgen, Director of Customized Training
Donna Steele, Performance Development, Grifols
22
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
APPENDIX I
Lenoir Community College
Spirit AeroSystems Customized Training Project
Dr. Brantley Briley, President
Bobby Merritt, Director of Workforce Development
Martin Community College
Collaborative Workforce Development
Dr. Ann R. Britt, President
Billy Barber, Assistant to the President for Business & Industry
Marvin Davis, Executive Director, Martin County Economic Development Corporation
Wayne Rollins, Workforce Business Services Manager, Region Q Workforce Development Board
Louis Ward, WIA (Workforce Investment Act) Consultant, NCWorks Career Center
Mayland Community College
Developing the Agricultural Economy
Dr. John C. Boyd, President
Tres Magner, III, Yancey County Extension Director, North Carolina Cooperative Extension Service
McDowell Technical Community College
Partnering for Progress (Universal Advanced Manufacturing Center)
Dr. Bryan Wilson, President
Chuck Abernathy, County Manager, McDowell County
Jerry Broome, NCWorks Career Center Coordinator, McDowell Technical Community College and President
Ex-Officio, McDowell County Chamber of Commerce
Josh Kennedy, Get the Not Out Coordinator
Mitchell Community College
Teaching for Jobs
Dr. James T. “Tim” Brewer, President
John Marek, Business Retention and Expansion, Statesville Regional Development
Montgomery Community College
Apprenticeship Montgomery
Dr. Mary Kirk, President
Robin R. Coates, Dean, Continuing Education
John Coyle, Human Resources Manager, Jordan Lumber Company
Nash Community College
Developing an Effective K-20+ Pipeline
Dr. William Carver, President
Dr. Trent Mohrbutter, Vice President of Instruction and Chief Academic Officer
Wendy Marlowe, Associate Vice President, Corporate and Economic Development
Pam Lewis, Career and Technical Education Director, IAM Academy
Mark Striemer, Director of Machining, Cummins RMEP
Pamlico Community College
Growth and Employment in Pamlico County
Dr. Cleve H. Cox, President Sandy Johnson-Clark, Director of Small Business Center
Richard Garrett, Chair of Continuing Education, Construction and Industrial Programs
Dr. María Fraser-Molina, Vice President, Instructional Services/Chief Academic Officer
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
23
APPENDIX I
Piedmont Community College
Workforce Certification Academy Training Programs
Dr. Walter C. Bartlett, President
Dr. Doris Carver, Vice President, Continuing Education; Interim Vice President, Instruction and Student
Development
Tommiann Hill, Dean, Workforce Development
Pitt Community College
Partners for Pre-Hire Solutions
Dr. G. Dennis Massey, President Mary Paramore, Director of Business and Industry
Randolph Community College
Adding Workforce Development Leadership Position and Revamping Corporate and Continuing Education
Dr. Robert S. Shackleford Jr., President
Elbert Lassiter, Vice President for Workforce Development and Continuing Education
Fred Richey, Vice-President, Technimark
Doug Kemp, Vice-President, Klaussner Furniture Industries
Richmond Community College
Electric Utility Substation and Relay Technology Program
Dr. Dale McInnis, President
Roanoke-Chowan Community College
Training Employees to be Certified Emergency Responders
Dr. Michael Elam, President
Fred Curley, Director of EMS Services
Terry Hairston, Environmental Manager, Nucor
James Broglin, Director, Hertford County EMS
Robeson Community College
BOOST @ RCC
Dr. Pamela Hilbert, President
Vanessa Cogdell, Director of BOOST
Rockingham Community College
Working to Meet the Workforce Needs of North Carolina’s North Star
Dr. Michael Helmick, President
Perry Hughes, Department Chair, Career and Technical Education
Rowan-Cabarrus Community College
Navigate Forward: Talent Management System
Dr. Carol Spalding, President
Jessica Ijames, Community Engagement Manager, Novant Health Rowan Medical Center
Sampson Community College
Supporting Agri-Business in Sampson County
Dr. Paul Hutchins, President
Dr. Steve Mathis, Division Chair, Occupational Programs
Ann Butler, Dean, Continuing Education
Stephen Herring, Area Manager, National Pork Board
24
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
APPENDIX I
Sandhills Community College
Situs and Sandhills Community College
Dr. John R. Dempsey, President
Alan Duncan, Associate Dean of Continuing Education and Director, Business and Industry Services
Kirk Lynch, Department Chair, Management and Business Technologies Nicole Bozich, Partner, Situs Companies
South Piedmont Community College
Building Programs from an Industry Perspective
Dr. Stan Sidor, President
Dr. Marie Lander, Dean of Applied Science and Technology
Robert James, General Superintendent Maintenance, ATI
Heather Russell, ATI
Southeastern Community College
Project PRIME: Plastics Resources in Manufacturing Excellence
Dr. Kathy Matlock, President
Beverlee Nance, Vice-President Workforce and Community Development
Lauren Cole, Acting Vice-President of Academic Affairs
Mark Lennon, Director of Industrial and Workforce Training
Teresa Triplett, Dean of Workforce and Community Development
Margie Parker, Workforce Development Director, Cape Fear Workforce Development Board
Dale Guyton, Operations Supervisor, National Spinning, Inc.
Southwestern Community College
Harrah’s Table Games Training
Dr. Don Tomas, President
Sonja Haynes, Dean of Workforce and Economic Development
Scott Sutton, Director of Occupational Training
Adam West, Vice-President of Casino Operations-Harrah’s Cherokee Casino
Tripp Wall, Tables Games Supervisor-Harrah’s Cherokee Casino
Jason Queen, Table Games Dealer-Harrah’s Cherokee Casino
Dale West, Manager, Division of Workforce Solutions, NC Department of Commerce
Stanly Community College
CAFÉ - Career Academy for Educators
Dr. Brenda S. Kays, President
Melissa Eudy, Director of Outreach
Marion Kinley, Economic Development Director
David Hollars, Executive Director, Centralina Workforce Development Board
Lori Poplin, Human Resources Director, Stanly Engineered Fastening
Surry Community College
Business and Industry Model
Dr. David Shockley, President
Dr. George Sappenfield, Vice President of Continuing Education
Sam Brim, Director of Business and Industry Services
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
25
APPENDIX I
Tri-County Community College
Snap-on and Tri-County Community College: Amplifying Relationships into Success
Dr. Donna Tipton-Rogers, President
Dr. Steve Wood, Vice President for Instruction and Institutional Effectiveness
Robert (“Bo”) Gray, Vice President for College and Community Initiatives
Paul Worley, Director of Economic and Workforce Development
Vance-Granville Community College
The Advanced Manufacturing Skills Center and Manufacturing Skills Training Alliance Initiative
Dr. Stelfanie Williams, President
Dr. Angela Ballentine, Vice President, Academic and Student Affairs
Eddie Ferguson, Director of Endowment Fund
Wake Technical Community College
START: Hospitality
Dr. Stephen Scott, President
Sameer Pawa, Instructor/Coordinator
Anthony Caison, Vice President, Continuing Education
Mike Martino, General Manager, Sheraton Imperial Durham, START Advisory Committee Member
Karen Braxton, former WTCC student, current employee at Sheraton Imperial
Wayne Community College
WORKS: A Model Approach for a Work Ready Community
Dr. Kay Albertson, President
Diane Ivey, Executive Director, Business and Industry Center
Mike Haney, Existing Industry Specialist and Vice-President, Wayne County Economic Development Alliance
Western Piedmont Community College
Addressing the Skills Gap: Advanced Manufacturing Maintenance Technicians
Dr. Jim Burnett, President
Nick Saturno, Coordinator, Customized Training & Development
Michael Daniels, Dean of Science, Engineering and Mathematics
Jennifer Nicholes, Human Resources Director, Sypris Technologies; Co-Chair, Burke Manufacturers Executive Council
Carson Copeland, Chief Operating Officer, Valdese Weavers
Wilkes Community College
Recruit-Screen-Train Model
Dr. Gordon Burns, President
Ginger Shaffer, Chair of Workforce Development Rick Roten, Business Services Representative
Craig Larson, Talent Acquisition Manager, Lowe’s
Karen Huffman, Contact Center Recruiter, Lowe’s
Sharon Nellenbach, Human Resources Generalist, Brock and Scott
Wilson Community College
Wilson Academy of Applied Technology (WAAT)
Dr. Rusty Stephens, President
Sean Bulson, Superintendent, Wilson County Schools
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ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
APPENDIX II
APPENDIX II: ALIGN4NCWORKS BEST PRACTICE/INNOVATION COLLECTION FORM
Summaries: www.nccommunitycolleges.edu/align4ncworks/innovations
Community College:
Innovation/Best Practice Title:
In 100 words or less (about one paragraph), how would you summarize your innovation/best practice?
DETAILS
Beginning with the problems or opportunities that faced your college and its customers, describe how your innovation/
best practice was developed, which partners have played which roles, and what strategies your college and partners have
implemented as part of the innovation/best practice.
(Suggest about 150 to 400 words – ½ to 1 page.)
When did implementation begin? (month/year):
Types of partners involved in the innovation (mark all that apply):
☐ Business/Industry (direct involvement)
☐ Economic Development
☐ Workforce Development Board
☐ Career Center
☐ Public Schools
☐ Nonprofit organization(s)
☐ University
☐ Other (list):
What has been the impact of the innovation/best practice? What have been the outcomes for customers? (Include data.)
What other positive impacts have there been?
What were the funding sources (amount from each source), and what was the total budget for the time period?
REFLECTIONS
How is this an innovation/best practice?
What lessons were learned from the innovation/best practice? (Include lessons for avoiding pitfalls and incorporating approaches that worked well.)
How is this strategy scalable?
RESOURCES
Workforce Learning Summit Presenters (names, titles, organizations):
Links to any further information on the innovation/best practice (e.g., website address or video link):
For further information:
Innovation Contact – Name & Title:
Email: Phone:
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
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APPENDIX III
APPENDIX III: SOURCE PLANS AND LINKS
NCWorks Commission (formerly known as the NC Commission on Workforce Development):
Preparing North Carolina’s Workforce for Today and Tomorrow: Strategic Action Plan, 2014-16 (Strategic Plan
approved by the NCWorks Commission in February 2015) - https://www.nccommerce.com/Portals/11/
Documents/NCWorks%20Commission/SAP%20Final%20with%20updated%20letter%203-10-15.pdf
Preparing North Carolina’s Workforce for Today and Tomorrow: Strategic Plan, 2014-16 (Strategic Plan approved
by the Commission on Workforce Development in March 2014) http://www.nccommerce.com/Portals/11/
Documents/Commission/Commission%20on%20Workforce%20Development%20Strategic%20Plan%20
2014-16.pdf
NC Economic Development Board:
North Carolina Jobs Plan: Recommended Strategies for Economic Growth, 2014-2024 (December 2013) - http://
www.nccommerce.com/Portals/0/Documents/AboutOurDepartment/BoardsCommissions/NC%20Jobs%20
Plan%20Report_Final.pdf
NC State Board of Education/NC Department of Public Instruction:
State Board of Education Strategic Plan (updated November 2014) and related “Divisional Priority Goals and
Activities 2014-15” – www.ncpublicschools.org/performance
NC Chamber Plan:
North Carolina Vision 2030: Four Pillars of a Secure Future (September 2013) - “Education and Talent Supply”
listed as Pillar One
University of North Carolina System Strategic Plan:
Our Time, Our Future: Strategic Directions, 2013-18 (February 2013) - https://www.northcarolina.edu/sites/
default/files/strategic_directions_2013-2018_0.pdf
BEST NC (Business for Educational Success and Transformation):
Business/Education Partnerships work group recommendations (December 2014) and draft “Proposed North
Carolina Education Vision – For Discussion” (February 2015)
NC Governor’s Office/NCWorks Partner Agencies:
Proposal for National Governors Association (NGA) Policy Academy Grant for Aligning the Education and
Training Pipeline to the Needs of the Economy (2014)
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ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
APPENDIX IV
APPENDIX IV: ALIGN4NCWORKS PARTNERS AND WORK GROUP MEMBERS
Partner and Work Group Members
Stephen Barrington, Capital Area Workforce Development Board
Wesley Beddard, NC Community College System
Brady Bender, Governor’s Office
Brenda Berg, BEST NC
Kip Blakely, HAECO Americas/NCWorks Commission
Leslie Boney, UNC General Administration
Barbara Boyce, NC Community College System
Nicole Bozich, Situs
Kirk Bradley, Lee-Moore Capital Company
Dawn Braswell, Siemens
Sue Breckenridge, NC Business Committee for Education
Shannon Brown, Caldwell Community College and Technical Institute
Courtney Burns, NC Community College System
Captain Matthew Burdett, US Army
Joy Callahan, Johnston Community College
Vail Carter, Centralina Workforce Development Board
Dr. Doris Carver, Piedmont Community College
Kathryn Castelloes, Division of Workforce Solutions/NC Department of Commerce
Dr. Lisa Chapman, NC Community College System
Phyllis Chavis, Regeneration Development Group
Christy Cheek, Buncombe County Schools
Tammy Childers, Eastern Carolina Workforce Development Board
Dion Clark, Division of Workforce Solutions/NC Department of Commerce
Robin Coates, Montgomery Community College
Will Collins, Division of Workforce Solutions/NC Department of Commerce
Korey Coon, Caterpillar/NCWorks Commission
June Davis, James Sprunt Community College
Jeff DeBellis, LEAD/NC Department of Commerce
Michael Dempsey, Asheville-Buncombe Technical Community College
Marjorie Donaldson, NC Department of Health and Human Services
Chris Droessler, NC Public Schools
Lew Ebert, NC Chamber
Susan Fleetwood, NC Department of Commerce
Bill Fortney, Craven Community College
Paul Gage, Fayetteville Technical Community College
Nancye Gaj, NC Community College System
Dan Gerlach, Golden LEAF
Kasey Ginsberg, Governor’s Office
John Goodman, NC Chamber
Wes Gubitz, Cape Fear Community College
Eric Guckian, Governor’s Office
Althea Hairston, Northwest Piedmont Workforce Development Board, TriadWorks
Tracy Hall, Catawba Valley Community College/Education Matters
Dr. Garrett Hinshaw, Catawba Valley Community College
Jo Anne Honeycutt, NC Public Schools
Pamela Howze, Division of Workforce Solutions/NC Department of Commerce
Janice Ivey, Division of Workforce Solutions/NC Department of Commerce
Diane Ivey, Wayne Community College
Bob James, ATI Allvac
Velva Jenkins, Brunswick Community College
Gloria Jones, Vidant Roanoke-Chowan Hospital
Keith Jordan, Keihin
Jackie Keener, LEAD/NC Department of Commerce
Hardin Kennedy, Wilkes Community College
Marion Kinley, Stanly Community College
Elizabeth Kurzer, Division of Workforce Solutions/NC Department of Commerce
Sara Lloyd, Vance-Granville Community College
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APPENDIX IV
John Loyack, Economic Development Partnership of North Carolina
Jill Lutz, Central Piedmont Community College
Dana Martinez, Division of Workforce Solutions/NC Department of Commerce
Tim Mathis, Region C Workforce Development Board
Robin McCoy, NC Public Schools
Phil Mintz, NC State University
Catherine Moga Bryant, Division of Workforce Solutions/NC Department of Commerce
Dr. Trent Mohrbutter, Nash Community College
Tim Moore, UNC General Administration
Crystal Morphis, Creative Economic Development Consulting/NC Community Colleges Foundation
Major Neely Marie Mahoney, NC National Guard
Jen Nicholes, Sypris/Burke Manufacturers Council
Mary Paramore, Pitt Community College
Steve Partridge, Charlotte Works
William Pass, Northwest Piedmont Workforce Development Board
Sameer Pawa, Wake Technical Community College
Dr. Maria Pharr, NC Community College System
Lillian Plummer, Greensboro/High Point/Guilford County Workforce Development Board
Norma Quinones, Biogen
Bill Schneider, NC Community College System
Dr. Pamela Senegal, Central Carolina Community College
Dr. Kim Sepich, NC Community College System
Mark Sorrells, Golden LEAF
Katharine Stewart, UNC General Administration
Tim Sweeney, College of The Albemarle
Adrian Tait, High Country Workforce Development Board
Andrew Tate, Henderson County Partnership for Economic Development
Kristy Teskey, Belk Foundation
Jonathan Thill, Davidson County Community College
Russ Vickers, NC Works Career Center - Catawba
Kathy Webb, Edgecombe Community College
Dr. Robert Witchger, NC Community College System
Align4NCWorks Partner Agency Leaders
Dr. June Atkinson, State Superintendent of NC Public Instruction
Sharon Decker, Former Secretary, NC Department of Commerce
President Tom Ross, University of North Carolina system
Secretary John Skvarla, NC Department of Commerce
Strategic Plan Leaders
Dr. Linwood Powell, Chair, State Board of Community Colleges
Dr. Stuart Fountain, Strategic Planning Committee Chair, State Board of Community Colleges
K. Ray Bailey, State Board of Community Colleges Strategic Planning Committee
Jimmie Ford, State Board of Community Colleges Strategic Planning Committee
Clyde Higgs, State Board of Community Colleges Strategic Planning Committee
Dr. Garrett Hinshaw, President, Catawba Valley Community College
Dr. Samuel Powell, Strategic Planning Committee Vice-Chair, State Board of Community Colleges
Edward Lynn Raye, State Board of Community Colleges Strategic Planning Committee
Align4NCWorks Strategic Plan Development Team, NC Community College System
Dr. Scott Ralls, President
Linda Weiner, Vice President of Engagement and Strategic Innovation
Dr. Matt Meyer, Associate Vice President for STEM Innovation
Maureen Little, Associate Vice President for Customized Training
Chreatha Alston, Engagement Services Manager
Anne Bacon, Director of Strategic Innovations
Megen Hoenk, Director of Marketing and External Affairs
Mary Shuping, Director of Government Relations
Jerrie Farmer, Administrative Assistant
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NC COMMUNITY COLLEGE SYSTEM
200 WEST JONES STREET, RALEIGH, NC 27603
919.807.7100
WWW.ALIGN4NCWORKS.ORG
ALIGN4NCWORKS STRATEGIC PLAN • 2015-18
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